My current role centres on directing all aspects of the Invoicing and Customer Service for the entire gas and power portfolio. covering blue chip, large public sector contracts and SME's. Practically, this encompasses shaping and overseeing implementation of short- and long-term strategy for onshore and offshore teams of 180 FTE, ensuring the provision of exceptional customer service.

→ The RoleMy current role centres on directing all aspects of the Invoicing and Customer Service for a gas and power portfolio of blue chip and large public sector contracts. In practical terms, this encompasses shaping and overseeing implementation of short- and long-term strategy for a team of 90 FTE, and ensuring the provision of exceptional customer service. → The Results• Drove customer retention to above 97% • Steered portfolio growth of 280% and delivered 40% efficiency gains within seven years • Ensured consistent provision of industry-leading customer service by maintaining constant focus on efficiencies and enhancements to system effectiveness• Built a strategy to support sales pipeline requirements • Maximised customer service and achieved consistent NPS scores of 45+ in the last 12 months• Maintained staff retention rates of >95% by initiating measures that support motivation through reward and recognition, • Played a key role in implementation of a power pricing and invoicing system, resulting in portfolio growth of >300% • Promoted a culture of continual improvement including agreeing and staff individual training and development plans • Determined and oversaw progress against KPIs governing elements such as invoice accuracy and query resolution

→ The RoleThe focus of this role was to lead a diverse team supporting 60 FTE sales teams for SMEs, blue chip and public sector contracts, including overseeing the operational activity of marketing and sales operations staff. I also controlled and reported on management of a ~£1M external sales and marketing budget.→ The Results• Led roll-out of a significant change programme that reversed team under-delivery to consistently good levels of performance within six months• Embedded transformation to a culture of desire to succeed and providing the highest standard of service to customers by developing line managers and their reports through continual one-to-ones and challenge sessions • Optimised service delivery by implementing structural and role changes to align sales teams and back-office support • Established a robust Sales Management Information suite that accurately measured performance of all sales teams